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MICHAEL DEMPSEY - Cranfield University

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their unions as involving leadership predominance,<br />

membership participation or some other<br />

formulation, most notably ‘partnership.’<br />

o Systems relating to moral rules, particularly trade<br />

union principles<br />

Modalities are then extrapolated and the case studies go on<br />

to look at actions Although distinctions are made between<br />

‘meaningful’ actions and ‘legitimate’ actions, the model<br />

makes it clear that actions are influenced by both ‘meanings’<br />

and ‘norms’.<br />

• ACTIONS<br />

o Deploying resources<br />

o ‘Meaningful’ managerial actions, three of which<br />

equate to the categories identified by Mintzberg<br />

(1994)<br />

merger management<br />

managing by information<br />

managing through people<br />

• performance management<br />

• staff development<br />

• teams<br />

managing action<br />

o ‘Legitimate’ managerial actions<br />

Stakeholder management<br />

o Modes of management (management styles)<br />

The diagram at the end of each case study follows this framework in<br />

summarising the findings in respect of each union. It is designed as<br />

follows.<br />

Systems related to<br />

distribution of<br />

resources<br />

Systems related to<br />

cognitive rules<br />

76<br />

Systems related to<br />

moral rules<br />

Resources ‘Meanings’ ‘Norms’<br />

Deploying resources ‘Meaningful’<br />

‘Legitimate’<br />

managerial actions managerial actions<br />

Management style

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